Form and basic methods of directive management style

The management style is very often not consciously adopted by the manager; it comes from his personal ideas about leadership, from his character, temperament, from the knowledge he has acquired about the position of director. Many social factors also influence leadership style. Many times I have encountered directors, and especially with directors, who after 3-5 years of management become real tyrants and tyrannize the entire team. Unfortunately, the province is simply replete with such directors. And they are not uncommon in capitals. In order to correct the style, it is necessary to find out what management styles are generally identified in management practice, and how they affect the overall work of the enterprise.

Why study the director’s work style at all? This question can only arise among amateurs who do not strive for development, who believe that their enterprise will never go anywhere in life. This is a terrible mistake, a colossal delusion! Business can present serious surprises; internal revolutions have not been canceled. And the external influences of competitors and new legislative initiatives of the state are successfully tolerated only when the team stands behind its director and follows him without discussing details. What leadership style can achieve this effect? This is what this article will discuss.

So, in management the following management styles are distinguished: authoritarian, democratic, liberal-anarchist, inconsistent, situational.

Management by delegation of authority

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To successfully use delegation control, you must:

• delegation of tasks to employees;
• delegation of competencies to employees;
• delegating responsibility for actions to employees;
• eliminating the possibility of revoking delegated powers or transferring them from one employee to another;
• establishing a procedure for regulating exceptional cases;
• eliminating the possibility of manager intervention in the event of correct employee actions;
• mandatory intervention of the manager in case of an error and obtaining results settled in a special manner;
• the manager's acceptance of leadership responsibilities;
• creation of an appropriate information system.

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Advantages of management by delegation method:

• unloading of the manager;
• the ability to quickly make smart decisions; employees are transferred competencies and responsibility for engagement;
• promoting the development of employees’ own initiative and work motivation.

• the manager delegates as few interesting tasks as possible;
• hierarchical relationships can be established;
• strong orientation towards tasks rather than towards employees;

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• establishment of hierarchical relationships “horizontally”.

1. Fear that subordinates do not carry out assignments competently enough (make mistakes). 2. Distrust in the competence of subordinates. 3. Fear that subordinates acquire high competence too quickly. 4. Fear of losing one’s meaning and its attendant benefits. 5. Fear of losing one's own authority or status. 6. Fear that the manager himself will lose control over this issue. 7. Fear of risk. 8. Reluctance to give away work that the manager himself is good at. 9. Inability to advise and manage subordinates. 10. Lack of time to advise and manage subordinates.

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Why are subordinates not ready to bear responsibility?

1. Lack of self-confidence. 2. Lack of information. 3. Fear of possible criticism. 4. Insufficient positive response to successfully completed assignments. 5. Insufficient employee motivation. 6. Negative workplace atmosphere.

How to delegate?

1. Carefully select the tasks to be delegated. 2. Carefully choose the person to delegate to. 3. Delegate predominantly “final results” instead of precise methods for completing a task. 4. Be prepared for the fact that mistakes will be made and that they need to be forgiven. 5. Give enough authority to complete the task to completion. 6. Inform others what is delegated and to whom. 7. Delegate gradually and make delegated tasks more complex.

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The use of a particular style, as well as its results, depend on many factors. This is, first of all, complete mastery of one of the leadership styles, the predisposition of the team to perceive the management and leadership style that is sometimes imposed on it from above.

When mastering the science of management, it is very important to avoid mistakes. Analysis of the activities of managers at different levels and various enterprises allowed specialists to identify the most common mistakes made by managers

The ten main mistakes in personnel management at an enterprise can be formulated as follows;

1. The desire to do everything yourself. 2. The tendency to let things take their course. 3. Bias against certain employees. 4. Fixed, schematic or doctrinaire attitudes. 5. Excessive sensitivity to other, including critical, opinions. 6. Self-satisfaction or arrogance. 7. Unresponsive to employee suggestions. 8. Obvious lack of respect for the employee’s personality, such as allowing criticism in front of others. 9. Clear distrust of employees. 10. Lack of consistency in actions.

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Conversely, the experience of successful enterprises has shown that the managers of these enterprises to a much greater extent:

1. value knowledge of the matter; 2. treat people as equals; 3. reward fairly; 4. detect errors objectively; 5. reliable and loyal; 6. listen to opinions that differ from their own; 7. value progress; 8. have the authority of experts in the matter; 9. free from bias; 10. tolerate criticism; 11. capable of change than the heads of unsuccessful enterprises.

Management or leadership style is the most important factor in enterprise management. A correctly defined and successfully applied style allows you to most successfully use the potential of all employees of the enterprise

That is why in recent years many companies have paid such significant attention to this issue.

What is it - definition

At the beginning of the 20th century, Kurt Lewin described leadership style as a system of methods by which a leader influences his subordinates. According to I. Volkov and A. Zhuravlev, management style is a whole complex of techniques used to solve assigned problems.

Later, a definition appeared from researchers D. Kaidalov and E. Sulimenko, which refers to the totality of personal qualities of a manager that determine the choice of certain forms of activity. In the 1980s J. Purcell described leadership style as a set of certain rules and norms that management adheres to in relation to its employees.

Psychologist F. Fiedler, studying this topic, came up with another component - an orientation towards maintaining a positive atmosphere in the team. In management, management style is defined as individual systems of techniques and means of influencing the team to ensure its activity.

Authoritarian leadership style

An autocrat tends to focus all work processes under his close attention: “Where he is not himself, there is a grave!” He always relies only on his own strength. Typically, an autocrat believes that his subordinates do not like to work, and that they must be forced to work like “little children.”

Gives orders and instructions, insisting on complete obedience. Violation of its requirements is punishable by sanctions. “Minimum democracy, maximum control.” All actions of personnel are clearly regulated by instructions, regulations and require the constant participation of management.

This leadership style in an organization is aimed largely at increasing the efficiency of the work process. It gives results such as: high productivity, profitability, exceeding the plan. On the other hand, the leader chooses a position outside the group, and does not always take into account the socio-psychological climate and collective interests. The subordinate ceases to be a person, but turns into a “bolt” of the bureaucratic system.

Such an advantage as a strong control function sometimes turns into a 25-hour workload a day for a manager! The strengthening of bureaucracy as the organization grows deprives management decisions of efficiency.

Not every manager can handle an authoritarian leadership style.

For an adherent of this style, it is important to “maintain authority” without stooping to permissiveness or arbitrariness. Planning tactics, strategies, focusing on results, and not blindly following prescriptions and instructions will help you avoid pitfalls.

An authoritarian leadership style is characterized by maintaining discipline at a high level, so in times of crisis and emergency situations it is simply necessary.

Communications

Organizational culture and personnel management

The essence and functions of organizational culture

Organizational culture is understood as a system of common values, traditions, beliefs, symbols, formal and informal norms and rules of behavior of members of the organization, their interaction with each other and the environment, transmitted from generation to generation.

Culture is a consciously or unconsciously perceived way of life and activity by people, a factor that stabilizes and cements it, the context within and under the influence of which all organizational processes take place. It directly or indirectly affects people in parallel with formal organizational mechanisms.

The role of organizational culture in management was first discussed in 1938 by one of the leading management theorists, Charles Barnard, but it was only taken seriously in the 1980s. in the USA, influenced by research in the field of organization theory, strategic management and individual behavior.

Today, a company's culture is considered the main factor in its competitiveness, especially if it is consistent with the strategy, and that is why it is becoming an essential element of the personnel management system.

Culture is usually formed both in the process of everyday interaction between members of the organization and the purposeful activities of the administration, and under the influence of the social and business environment, national-state and ethnic factors, and mentality.

On the one hand, it is quite stable and traditional, but on the other hand, it is in constant development, evolving naturally. The inability of culture to change, as well as attempts to do so abruptly and violently, threaten the stability of the organization.

Culture change may or may not change people's behavior. Behavior can change without changing culture, or both can change at the same time.

The culture of an organization has a complex structure. Firstly, it is hierarchical, has several levels. The surface level is formed by the rules and norms of human behavior, as well as material attributes - emblems, design, uniforms, language, slogans, etc.; In between are ingrained values ​​and beliefs. The deep level is represented by philosophy.

Secondly, culture consists of relatively independent local subcultures:

• individual areas of activity (production, sales);
• types of activities (management, labor);
• material factors (working conditions);
• interpersonal relationships;
• social groups (managers, specialists, workers).

Subcultures can concretize and develop a common culture, they can coexist peacefully with it, or they can contradict it (the so-called countercultures, whose carriers differ in specific preferences and behavior patterns).

Managers should encourage subcultures and tolerance of them, because subcultures can play a positive role in organizational change (diversity factor).

Cultures and subcultures of different organizations are described by certain parameters, i.e. common characteristics that allow them to be compared with each other. Based on one or another of them (usually the most striking, dominant ones), cultures can be combined into separate groups.

The main parameters of organizational culture are the following:

• the attitude of members of the organization to the new, to change;
• degree of business risk acceptance;
• focus on solving personal problems or instrumental tasks;
• degree of centralization of decision making;
• socially acceptable distance between managers and subordinates;
• the degree of formalization and regulation of activity, its subordination to plans, rules and procedures;
• the relationship between collectivism and individualism;
• attitude towards women and the weak;
• the nature of the interaction between employees and the organization (orientation towards independence, independence - or conformism, loyalty);
• leadership style;
• people's orientation towards cooperation or competition;
• source of power;
• principles of employee assessment and remuneration, etc.

W. Harris and R. Morin (1991) propose the following dimensions of organizational culture:

1. Awareness of oneself and one’s place in the organization (orientation towards cooperation or individualism; openness or secrecy).
2. Methods of communication (oral, written, non-verbal, jargon, telephone law).
3. Appearance of employees (uniform, insignia, neatness).
4. Habits and traditions in the field of nutrition (dishes, cuisine, organization, routine).
5. Relationships between people (depending on age, status, power).
6. Values ​​(a set of guidelines and expectations).
7. Beliefs (in something or someone), attitude towards others, religiosity, etc.
8. Work ethics and motivation (attitude to work and one’s responsibilities; evaluation and reward of personnel, career fundamentals).
9. The process of development and learning (degree of conceptuality, religiosity).
10. Attitude to the use of time.

The Quinn-Rohrbach model of organizational culture contains three main groups of parameters:

• integration - differentiation;
• direction of interests (organizational focus) - outward or inward;
• focus on means/instruments or results/indicators.

Lane and Distefano's model of organizational culture contains the following variables.

1. Man's relationship to nature.
2. Orientation in time.
3. Ideas about the essence of a person (what people are like: are they good or bad; can they be changed, etc., which determines methods of control, leadership styles, etc.).
4. Relationship between people.
5. Activity orientation.
6. Orientation in space.

The Kluckholm-Strodbeck culture model contains the following parameters:

• the relationship of the subject (in this case, the organization) with the external environment (enslavement, harmony, dominance);
• orientation in time (to the past, present, future);
• assessment of human nature (good, evil, average);
• orientation of life activity (towards active actions; to passive existence, to control);
• responsibility (personal, collective, hierarchical);
• workspace (open, closed, mixed).

Culture performs a number of important functions in managing an organization and its personnel.

1. The security function is to create a barrier from unwanted external influences. It is implemented through various prohibitions, limiting norms that form a specific logic of thinking (including like-mindedness).
2. Integrating unites personnel, maintains the necessary socio-psychological climate and creates a sense of pride in belonging to the organization, identifying oneself with it, which attracts other people and facilitates the solution of personnel problems.
3. Regulatory ensures that employees comply with the rules and norms of behavior and interaction with the outside world; facilitates orientation in difficult situations, reduces the possibility of conflicts. It is considered the main one.
4. Communication facilitates the establishment of contacts between employees, their understanding of each other, accelerating the exchange of information and saving management costs.
5. Adaptive facilitates the adaptation of people to the organization and to each other on the basis of common norms of behavior.
6. Orientation helps a person comprehend events and the connection between them, directs the activities of organization participants in the right direction, and gives a general meaning to their behavior.
7. Motivational creates the necessary incentives for action, for example, by including high goals in the cultural context.
   Different cultures prefer different methods of motivation (goals, money, leadership, the desire for independence, creating and protecting one’s world, egalitarianism, improving the quality of life). For example, new Russians strive for stability and protection of their position.
8. Educational is based on the formation of behavioral patterns necessary for the organization.
9. Assimilation facilitates the attraction and use of all that is best and useful to the organization.
10. The function of image formation, i.e. the image of the organization in the eyes of others as a result of their involuntary synthesis of individual elements of culture into an elusive whole that affects their emotions.

Image is the reputation of an organization, a good name, a psychological image that develops among staff, clients, partners, and the public as a result of long-term impeccable work. Its task is to ensure not so much fame as trust in the company and the product of its activities, symbolize standards of excellence, and therefore serve as a condition for its prosperity. Moreover, it does not have to be elite.

Image functions:

• adaptive, making it easier for a company to enter a particular environment;
• demonstrative, ensuring the display of advantages;
• advertising related to attracting the attention of others.

Image can be external and internal.

External reflects the perception of the organization from the outside. It is influenced by product quality, pricing policy, advertising, demonstration of social responsibility, style of relationships with partners and clients; official attributes (name, emblem, trademark, brand), office design, location, layout, appearance and behavior of employees (in general - no more than 2-3 elements).

The internal image is formed by the sensations and impressions that remain with clients and partners of the organization from direct communication with staff, administration, observations of their actions, relationships, and general atmosphere.

The image is dynamic, can change under the influence of circumstances, any new information about the company, and ultimately depends on each employee. It must be treated with care and attention, never sacrificed for the sake of momentary gain, because the success of an organization depends on what others think about it. Therefore, it is economically and politically unprofitable to build an image on lies and deceit.

Depending on the degree of influence on the organization, several types of cultures are distinguished.

Indisputable is characterized by a small number of strictly observed general norms, which, if necessary, are consciously adjusted. Such a culture is closed, does not allow spontaneous influence from both outside and inside, ignores or disguises shortcomings, and enforces ostentatious unity and the appearance of well-being. Although it formally unites the staff, it at the same time suppresses them, and therefore does not unite people and does not become a motivating factor.

A weak culture contains virtually no common values ​​and norms (each element of the organization has its own, often contradicting others), and those that exist are easily susceptible to internal and external influence and change under its influence. Such a culture separates people, pits them against each other, and complicates the management process.

A strong culture contains many norms and values, is open to any influence, actively assimilates the best from wherever it comes, and as a result only becomes stronger, allowing dialogue between all participants in the organization and outsiders.

But the ratio between openness and closedness of culture should still be optimal.

The strength of culture is determined by three points: the depth of its penetration into organizational relations, the breadth of its distribution and the degree of coverage of members of the organization, and the clarity of the declared priorities.

It must be borne in mind that both a strong culture and a weak one can be effective in one respect and ineffective in another. While no clear links have been identified between the strength of culture and success, it has been noted that successful companies have a strong culture.

Each culture, in turn, can be progressive or regressive.

general characteristics

In the modern world it is not so common because the idea of ​​equality and support prevails. This allows you to unlock the potential of employees, inspire them to achieve and, in general, motivate them to work. In the Soviet Union, authoritarianism was very popular in various enterprises. People of that time had few opportunities for development, and most did not even think about their vocation.

There are such varieties:

• Dictatorial - the manager makes decisions, and his subordinates strictly follow them. But not because of trust in a significant figure, but due to existing sanctions and punishments.
• Autocratic - characterized by the power of the apparatus of power, which is simply limitless.
• Bureaucratic - the use of outdated, sometimes ineffective management techniques in work. The authority of the boss is formal.
• Patriarchal - subordinates treat the director as a father figure. They are ready to follow him and voluntarily obey.
• Benevolent - the manager enjoys authority due to the fact that he treats his team more kindly than with other types of management.

Authoritarian style

Due to the authoritarian style, the leader personally makes any decisions, from orders to giving instructions. They always accurately determine the “boundaries of competence” of any person, that is, they obtain a strict definition of rank between partners and subordinates. Therefore, communication styles also include authoritarian, the use of which promotes decision-making by the upper levels of the hierarchy with subsequent flow down under the guise of directive decisions. Because of this, the style is sometimes called directive. At the same time, the leader or manager does not have the slightest desire to encourage discussion of directives: he believes that they must be strictly followed.

The leader reserves the right to control and evaluate how effective the activity is. Managers with a similar communication style usually suffer from inflated self-esteem, excessive self-confidence, aggressiveness and a tendency to stereotypical dialogue, a black-and-white perception of subordinates along with their actions.

The authoritarian style of communication is inherent in people with dogmatic thinking, as a result of which the only correct answer will be his, and everyone else may be wrong. Having a discussion with such people and analyzing the decisions they make is a waste of time, since such people, as a rule, are not encouraged to take initiative.

When is it effective?

There are a number of reasons why it is necessary to adopt an authoritarian leadership style. Among them, there are periods in an enterprise when the discipline of employees decreases, and along with it, the financial indicators of the organization itself and its income decrease. An autocratic director is required in order to improve the work of the team, albeit by taking tough measures. In extreme cases, the weakest links will leave their positions, and other employees will be hired to fill them. With characteristic management, an organization in decline will soon regain its previous position and strive for progress.

Note! Employees who have experienced a change in leadership style should remember that this is a temporary phenomenon. With maximum patience, obedience and skills, each team member will be able to become part of that historical moment when the organization emerges from the crisis

Business style of dialogue

Communication styles do not exclude business-like dialogue. This is when people interact with each other within the framework of their professional functions. Business dialogue always pursues a specific goal towards which the participants in the conversation move during the conversation. Also, this course of conversation promotes not only information exchange, but also certain skills, experience and knowledge.

An example of a business conversation can be relationships with partners, management, subordinates, including business partners, competitors, heads of other organizations and company owners, etc. Any business dialogue has its own style, which determines the ways and methods of conversation in order to achieve the final goal during a conversation.

A business conversation is like a mask or a chosen model of behavior that helps the participant in the dialogue to move towards the intended goal, as well as to show himself as a good leader and a highly qualified specialist.

Advantages of an authoritarian management style

Stability

A person does not need to think; someone else thinks for him. No matter how scary or rude this phrase may sound, it actually includes advantages - subordinates do not waste energy on finding solutions to problems. They do not need to be responsible for the process, result, etc. The only thing required is to follow orders. And if you do your job well, then you will have confidence in the future.

Survival

This style is most effective and justified in crisis situations. When panic arises, lack of coordination of actions occurs, people cannot decide on the choice of leader and, in general, do not know what to do, who to listen to. In such cases, being directive allows you not only to work effectively, but also to achieve results as quickly as possible.

Performance

It is believed that a person will try to avoid work if possible. Therefore, when he is not controlled, he relaxes. And although this statement is quite controversial, company performance with this management style is usually at a high level, since orders and threats of punishment do their job.

The advantage is also that ordinary tasks are completed faster when there is a clear scheme of actions, when responsibilities are distributed and everyone knows what piece of work they are responsible for. Creativity and liberality in such cases will slow down the process.

In addition, as you know, deadlines encourage you to work more actively and give 100%, and a competent manager systematically organizes them. To keep staff on their toes and develop the company as quickly as possible, bypassing competitors. Agree, it is a rare person who will independently set strict requirements and difficult tasks for himself.

Kinds

There are several types and classifications of leadership styles, which differ in their methods and functions of leaders. It is worth noting the most common ones.

Classification by Kurt Lewin

Leadership styles in psychology and their types in 1930 were revealed by Kurt Lewin in his classification, which later became the basis for many psychological schools. The basis for its creation was two factors - the leader’s attitude towards people and his approach to decision making.

Leadership styles in psychology according to Kurt Lewin's classification

Lewin's classification includes 3 main management styles:

• authoritarian (or directive), based on unity of command;
• democratic (or collegial), which involves the distribution of responsibility among participants;
• liberal (or permissive), implying a minimum of control.

Blake and Mouton concept

The management grid initially developed at one of the universities in Ohio (USA) was modified and supplemented in 1964 by management specialists Robert Blake and Jane Mouton.

They identified 5 leadership styles, based on the level of quality of attentiveness to personnel and concern for production (from the lowest level to the highest):

• A primitive guide . This is typical for managers who make minimal efforts to improve the work of the team and solve production problems. As a result, the organization or firm lacks specific deadlines for completing tasks and is completely disorganized.
• Authoritarian management . This style is characterized by high interest in production and low interest in workers. Such a leader is characterized by a high level of responsibility, organization and intelligence. A distance is maintained between the manager and subordinates so that the latter do not participate in making serious decisions.
• Production and social management . A balanced style in which the administrator cares equally about both the needs of employees and the efficiency of work. Such a leader has progressive views on the development of a particular project and consultation with the team on various issues.
• Social leadership . The manager pays more attention to caring for employees and their needs and less to caring about production. As a result, the team works in a pleasant and friendly atmosphere, which, according to the manager, should contribute to high motivation and increase productivity. In this case, if the tasks are not clearly stated, there will be a low production rate.
• Command management . This style is characterized by a high emphasis on the effective activities and needs of the entire staff. There is an orientation towards broad opportunities, trust, staff development, and the involvement of subordinates in making important decisions. According to the creators of this qualification, the team method is the most effective.

Models by Douglas McGregor

According to the American social psychologist Douglas McGregor, who developed his concept in 1960, there are two main methods of leadership - X and Y:

• Method X - involves dictatorial leaders who believe that employees tend to be lazy and shirk their responsibilities. In this situation, managers tend to use manipulation, orders, punishment, rather than rewards, to achieve their goals.

• Method Y - managers, on the contrary, are focused on thinking positively about employees, encouraging initiative and stimulating creativity.

Classification by W. Vroom and F. Yetton

Leadership styles in psychology, according to researchers V. Vroom and F. Yetton, are divided into 5 categories depending on the specific situation and characteristics of the team:

• independent decision-making by the manager, who relies on the information received;
• consultations between the manager and specialists and employees expressing their positions;
• making decisions taking into account the opinions of employees;
• discussing the situation with subordinates and making a joint decision;
• well-established work between the manager and the team, which develops a collective solution or takes as a basis the best solution, regardless of who its author is.

Classification by P. Hursley and C. Blanchard

Psychologists P. Hursley and K. Blanchard identified 4 management styles based on the characteristics of performers, their degree of maturity and ability to take responsibility:

• Immature employees who do not want to be responsible for their work are given clear instructions on what and how to do. In this case, the emphasis is on solving technical problems rather than on human relations within the team.

• The manager indicates areas of activity and helps employees with an average level of maturity find solutions.
• For employees who already have the necessary training, but do not show initiative, the manager creates conditions for their participation in solving serious issues. In the process of cooperation, an interest in the matter and a desire to express themselves in the best way awakens in them.
• If team members have a high enough degree of maturity and can work independently, then the manager should delegate authority to create collective management.

Humanistic style of communication

With the humanistic style of communication, we are talking about interpersonal relationships in which a person wants to be understood, supported, given advice, to be empathized with. Initially, this type of communication does not imply any goal; the situation consists of ongoing events. This style of communication can be called the most sincere of all existing ones, where those very events are intimate, confessional in nature. The main method that works here is suggestion, and mutual. Each partner inspires the other that he is worthy of trust, that one is ready to listen, and the other is ready to tell what worries him.

Such communication can occur not only between loved ones and relatives. For example, in a few tens of minutes a person can recognize the interlocutor who is traveling with him on the bus in the next seat or tell him a lot about himself, but he does not know the person with whom he has been working for several years. A conversation with a fellow traveler leads to some revelations about oneself, makes people feel each other, and empathize. But a conversation with a colleague has completely different goals.

Varieties of dialogue styles

Communication styles are different, and for each individual situation the most suitable one is chosen, both in behavior and interaction. For any situation, it is common for a person to “present” himself in different ways. But with inadequate self-presentation, dialogue becomes difficult.

To bring some clarity to this issue, psychologists have proposed descriptions of four interaction styles, which consist of:

1. Ritual
   . It depends on the culture in which a person is destined to live. This could include greetings and questions asked during the meeting, as well as responses.
2. Imperative
   . It is an authoritarian, directive way of communication. The imperative style achieves control over the interlocutor’s behavior, bends his attitudes, or forces him to take certain actions and make decisions. This is achieved through orders, regulations and demands. Typically, the imperative style is used in the army, in relations between superiors and subordinates, and also in working with extreme conditions.
3. Manipulative
   . If in the imperative style everything is extremely clear and open, then in the manipulative style the interlocutor exerts a secret influence. But the goal remains the same: to take control of your opponent’s behavior and thoughts.
4. Humanistic
   . This method has all the varieties of dialogue. Here there is already equal communication, the purpose of which is to achieve mutual knowledge and self-knowledge. There is no place for imperatives, and deep mutual understanding is achieved.

Leadership styles. Variety of management styles. article on the topic

Leadership styles.

Variety of management styles.

Management style is a set of techniques that a leader uses in relation to his subordinates. The effectiveness of a particular style is determined by the extent to which it helps to influence employees in order to solve the problem existing at a given time.

People management is the activity of managing the personnel of an organization. The better the management, the higher the likelihood of success. The reality of predicting the result, the clarity and consistency of people’s actions depend on management. And also the interest of the person - the participant in the joint work - in the overall result.

The following management styles are distinguished:

1. Task-oriented.

With this style, the leader:

- condemns insufficient work;

- encourages slow-moving employees to put in more effort;

- attaches special importance to the volume of work;

- rules with an iron fist;

— draws attention to the fact that its employees work with full dedication;

- encourages employees through pressure and manipulation to make even greater efforts;

- requires less productive employees to give more.

2. Personality-oriented.

The focus is on employees and their needs and expectations. Supervisor:

— pays attention to the health of employees;

- cares about good relationships with his subordinates;

- treats his subordinates as equals;

— supports its employees in what they do or need to do;

- stands up for his employees.

A manager who manages based on the individual cannot, however, immediately count on the complete satisfaction of his employees. For this, the influence and respect of the manager “at the top” are important, on the basis of which he must protect the interests of employees.

3.Authoritarian management style.

— With this style of management, all production activities are organized by the manager without the participation of subordinates. This management style can be used when solving current problems and assumes a large distance in education between the manager and the subordinate, as well as material motivation of employees.

— The leader, by virtue of his legitimate authority, controls his subordinates and expects obedience from them. He makes decisions without justifying them to his subordinates, while proceeding from the fact that, unlike his subordinates, he has greater understanding and knowledge of the matter, which, of course, should not be the case. The manager's decisions are in the nature of orders that must be unconditionally followed by subordinates, otherwise they can expect sanctions against themselves.

— The manager maintains a distance in relations with subordinates, informs them about the facts that they must know to perform their tasks. He controls whether and to what extent his orders are followed.

In this style of management, the motivation of subordinates is often limited because the leader withdraws socially, delegates, as a rule, less interesting work to subordinates and maintains in them the fear of threatening sanctions.

The advantages of an authoritarian management style are the possible greater speed of decision-making and success in everyday, ordinary work.

The disadvantages of the authoritarian style lie in the weak motivation for independence and development of subordinates.

4.Democratic management style.

In a democratic management style, production activities are organized in the interaction of a manager and a subordinate. This management style can be used when the creative content of the work prevails and assumes an approximately equal level of education for the manager and subordinates, as well as non-material incentives for the employee.

— The manager manages his subordinates, including them in the decision-making process for which he is responsible. He expects specific help from his subordinates and makes decisions taking into account their suggestions and objections. He delegates his authority as much as possible and gives orders only when necessary. At the same time, he recognizes the abilities of his subordinates and is aware that he cannot know everything and foresee everything. Only the result of the work is controlled; self-control is allowed.

The advantage of the democratic style is the adoption of expedient decisions, high motivation of employees and unloading of the manager. In addition, employee development is supported. Disadvantage: A democratic management style can slow down decision making.

5.Liberal management style.

Such management is a technique in which competencies and responsibility for actions are transferred, as far as possible, to employees who make and implement decisions. Delegation can be directed to any field of activity of the organization.

Advantages of management by delegation method:

1) unloading of the manager;

2) the ability to quickly make competent decisions; employees are given competencies and responsibility for actions;

3) promoting the development of employees’ own initiative and work motivation.

Disadvantages of delegation management:

1) the manager delegates as few interesting tasks as possible;

2) hierarchical relationships can be established;

3) strong orientation towards tasks rather than towards employees;

4) establishment of hierarchical relationships “horizontally”.

The use of a particular style, as well as its results, depend on many factors. This is, first of all, complete mastery of one of the leadership styles, the predisposition of the team to perceive the management and leadership style sometimes imposed on it from above.

Modern leadership style

Participatory management is a variant of the modern leadership style.

The concept of participative management is based on the premise that when an employee actively participates in the organization and receives satisfaction from his work, he works more productively and efficiently. Participatory management gives the employee partial access to decision-making on enterprise management in the form of various forms of self-government and “quality circles”. Participation in management motivates a person to do a better job, which ultimately affects productivity and quality.

Participatory management is management aimed at liberating the creative activity of the employee, creating space for individual achievements of talented people; provides the necessary integration of assessment efforts into a single collective action.

In advanced organizations, where there are traditions and a high proportion of creative, hardworking and executive employees, we can talk about a logical connection between self-management and employee motivation.

People's motives are dominated by social needs and the desire to do a good job.

Physical and emotional effort at work is as natural for a person as during play or on vacation.

Reluctance to work is not a hereditary trait inherent in humans. A person may perceive work as a source of satisfaction or as a punishment depending on the working conditions; external control and the threat of punishment are not the main incentives to motivate a person to act in order to achieve the organization’s goals; Responsibility and commitment to the goals of the organization depend on the rewards received for the results of work. The most important rewards are those associated with satisfying self-expression needs; an ordinary well-mannered person is ready to take responsibility and strives for this.

Many people are willing to use their knowledge and experience, but industrial society makes poor use of human intellectual potential.

Participatory management can be implemented in the following areas:

employees receive the right to independently make decisions about how to carry out work activities to fulfill the planned task (flexible work schedule, personal quality control, problem-solving technology);

employees are involved by their immediate supervisor in making group decisions on production issues (projects of planned targets, use of resources, forms of remuneration, etc.);

employees take personal and group participation in innovative, inventive rationalization activities with various methods of reward for introducing innovations;

production and functional groups are created taking into account the wishes of employees. This achieves the possibility of transforming informal groups into formal units.

Participatory management allows you to connect the motives, incentives and needs of people working in groups, based on various forms of self-government of work collectives. Participation in management motivates a person to do a better job, which affects productivity and quality. By giving the employee access to decision-making on his activities in the organization, participatory management, firstly, motivates him to do his job better, and secondly, it contributes to greater productivity, a greater contribution of the individual employee to the life of the organization. Thus, thanks to participative management, the potential of the organization's human resources is more fully utilized.

There are three degrees of participation: putting forward proposals, developing alternatives, and choosing the final solution.

Making proposals does not require significant changes to the traditional organization and can be carried out by the leader.

Developing an alternative involves creating temporary or permanent committees and commissions within the organization that are tasked with carrying out this work. Examples of such entities are conflict commissions at domestic enterprises, recruitment committees for work groups at American companies, and quality circles in Japanese organizations.

The choice of the final decision assumes that participation in management is organized in the form of the work of special councils: scientific, technical, technical, economic and managerial. The decisions of such councils may be binding on the heads of the organizations under which they are created.

Councils can perform the following functions:

be responsible for coordinating the activities of units subordinate to the head to whom this council belongs;

be responsible for the integration of the activities of the units represented in it with the activities of higher levels of management;

determine the policies (rules and procedures) of their subordinate units that are consistent with the other two levels.

Unlike most remuneration systems, built on the recognition of the individual contribution of the company's employees, participatory management is based on the recognition of the mutual interests of all members of the organization, which helps to integrate these interests and increase the interest of employees in the results of their work.

Disadvantages of participatory management:

The transfer of the rights to make decisions in the company's policies to employees contributes to the destruction of the entrepreneurial foundations of economic management.

Employees tend to make decisions that involve less risk, and when distributing income, they focus on increasing wages rather than investing.

Employees avoid making innovative decisions.

It is difficult for employees to connect their own work efforts with the company's performance.

Benefits of participatory management:

The alienation of employees from the results of their work is overcome and the integration of company members is strengthened.

Employees' awareness of the company's activities increases, which contributes to its efficiency and the elimination of conflict situations.

Macroeconomic and macrosocial stability is growing.

The main features of participative management are: - regular meetings between the manager and subordinates; — openness in relations between the manager and subordinates; — involvement of subordinates in the development and adoption of organizational decisions; — delegation of a number of powers by the manager to subordinates; — participation of ordinary employees in both planning and implementation of organizational changes; — creation of special group structures endowed with the right to make independent decisions, etc. The above-mentioned features of the participatory leadership style are very attractive and modern, but we should not forget about the conclusion made by researchers of traditional leadership styles: in the abstract there is no best style in leadership, but the optimal use of one or another style is determined by the specific situation. It is clear that the participatory style can be very effective, but, like all others, only under certain favorable conditions. And these conditions, by the way, should be greater than for traditional styles. Under what conditions should it work? Obviously, in this case, at least three situational factors should be taken into account: the level of qualifications and maturity of the team, the nature of the tasks being solved, and the personality of the leader. It probably makes sense to develop “participation” in groups characterized by a fairly high degree of qualification, interest in innovation, desire for independence, etc. The tasks for which the use of this style is justified, most likely, should be complex, requiring high professionalism in execution, involving multiple solutions. Only a manager who is sufficiently experienced, authoritative, and inclined to collegial methods in work can cope with all this. Thus, the “participatory” leadership style can show its advantages only at a certain level of production, organizational and management culture.

But if the manager is determined to work for the future and there is a desire to try to apply a similar leadership style, no one is forbidden. After all, in the end, the professionalism and maturity of a team does not appear by itself, in a ready-made form - they need to be cultivated long and hard. And experience does not come to a manager right away.

Flaws

Mistrust

Let's remember dogmatism. If a person is not able to change his point of view, then he is not able to find a compromise. How then to regulate conflicts and situations when someone is not happy with something? When is there only one correct opinion? True, very difficult. In any case, one side must constantly obey and bend, even realizing that the management is making a grave mistake that will affect the success of the company or enterprise.

Blindly following your own guidelines can undermine your authority. Employees will no longer consider such a manager to be a professional, experienced and knowledgeable. Accordingly, what kind of trust can we talk about? Moreover, both sides will doubt each other’s abilities. The management believes that employees cannot be left for a minute, otherwise they will ruin everything, and they, in turn, think that they are not particularly lucky with a manager who does not understand what he is doing at all. And not only does he not understand, but he also does not want to listen to those who offer sensible ideas.

Expenses

The work of an authoritarian leader is quite highly paid. Just imagine how much responsibility one person has. He needs to think for a large number of people, make difficult decisions on his own that could cost him his career. This negatively affects his family relationships and health. Usually such people cannot afford to relax even during vacation. After all, this is not just a type of leadership, it is already a lifestyle.

Accordingly, wages must compensate for the sacrifices they have to pay. The company needs to work hard not only to hire a competent manager, but also to retain him for as long as possible.

Relationship

Due to behavior control, employees sometimes have a difficult time in the workplace. Since there is practically no opportunity to get support from colleagues or help. Due to the fact that people are not united due to lack of connections and cannot act independently, if the manager leaves or “falls out” from the system, the entire team will disintegrate. They cannot function without a leader who tells who to do what.

Limitation

The resources, creativity and thinking abilities of only one person are used. And, as we know, there are no ideal people and anyone can make a mistake or stumble. Therefore, the lack of opportunity to look at a problem from a different angle, more broadly and objectively, is sometimes costly.

And creative individuals cannot withstand such pressure from authority. They need to have freedom of action, only then can they express themselves. Suppression of talents and desires can lead to an uncontrollable outbreak of aggression, especially if you had to restrain yourself for a long time.

What is leadership style

Personnel management methods are grouped together and called leadership style. It is very important to build relationships with employees in which the team:

• will not allow familiarity;
• will respect the manager's request;
• will not feel a sense of fear when the authorities appear;
• will be confident in being treated fairly.

The main task of the head of the organization is to ensure a comfortable stay for subordinates in the workplace, which will allow them to consistently maintain a high level of productivity. In a state of stress, any employee will inevitably make mistakes and forcefully perform the work, which will certainly cause poor results. At the same time, you should not equate yourself in status with the entire team. A manager who is friends with his subordinates ceases to be a leader in the eyes of those around him. Employees treat the demands of such a boss not as obligatory tasks, but as non-urgent requests.

Supervisor

Attention! If a manager cannot maintain distance in the team, his company is doomed to poor results, just as in the case of tyranny in the workplace.

Communication styles: detachment

It is very difficult to attribute this manner to dialogue. Most likely this is a way of avoiding interaction. There are cases. When we have to have a conversation with a person who is unpleasant to us. He could be a client, a boss, or a random fellow passenger on a plane. The detached style has its own peculiarity - to reduce dialogue to a minimum. Below are examples of some simple tips on how to conduct dialogue “distantly”:

Don't initiate the conversation. Whoever needs it will ask. Make a stone mask on your face. Emotions, facial expressions and gestures will be superfluous here. If anything, practice in front of a mirror. There should be extremely dry speech, excluding adjectives, jargon and diminutive expressions. Form monosyllabic answers like, yeah, yes, we’ll see, no, etc.

d. Don’t even think about using this style with people who are of any importance to you. Although, if you want to get rid of them, then yes.

Pros and cons of an authoritarian management style

1. Advantages of an authoritarian management style
   The authoritarian-directive management style is extremely effective and useful in some situations. These are specific projects that require a strong-willed leader who controls the implementation of all tasks, and extreme circumstances in which decisions need to be made urgently and there is no time to consult with the entire staff.

   If you have had the experience of working together on a project (even if it was a group assignment with other students), and the manager lacked leadership qualities and the ability to set deadlines, which led to the failure of the entire undertaking, then you have probably thought more than once about how well it would be to work under a strong leader. He will not only take full responsibility for the project, but will also assign specific tasks to each team member with deadlines, not forgetting to check that everything is done as it should.

   Read our article “What is trust management - a pig in a poke or a real investment opportunity.”

   Working in a team led by an authoritarian leader allows its members to specialize in a specific type of activity and hone their skills to perfection. A well-coordinated team of specialists acts efficiently and quickly.

2. Disadvantages of an authoritarian management style
   An authoritarian management style is sometimes appropriate, but in most cases, on the contrary, it is counterproductive. Bosses prone to abuse of power quickly earn a reputation as dictators and displease their colleagues.

   Dictator leaders never consult with the rest of the team. Naturally, people are not satisfied with the fact that some decisions are imposed on them, ignoring their opinions and needs.

   Researchers confirm that this management style leads to the fact that current problems are solved in formulaic ways, and people do not show creativity in their work. In the future, this may turn out to be very critical for business.

   The authoritarian management style has its own inherent vulnerabilities, but if used correctly, positive results can be achieved. This applies, for example, to situations where the director is the most experienced and competent in the team or is much better informed than others.

Modern leadership styles

Styles of pedagogical communication and their brief characteristics

Developed and studied modern leadership and management styles allow us to identify the five most successful and popular:

• Charismatic. It is based on the leadership qualities of the leader. Groups of people are ready to follow the chosen path, following the leader, unconditionally trusting his opinion;
• Transactional. This type of management is characterized by short distances – tasks for personnel. It becomes effective when specialists may lose enthusiasm while working towards a goal that is distant in time, and the activity turns into a routine. The transactional style divides the process into the shortest segments, which, together with optimal deadlines, add variety to the routine. The closer the goal, the easier it is to achieve it.
• Service. Organization of activities based on this style allows staff to feel significant to the manager, and is also the basis for comfort in the workplace. Large modern companies operate in a Western manner: they create relaxation rooms, sometimes with exercise equipment, slot machines and light refreshments. In the breaks between productive working hours, staff are happy to be distracted, warm up, and rest, which allows them to qualitatively improve their work activity throughout the entire working day.

Restroom

• Command. The psychology of style lies in the name itself - there is no organizational hierarchy. There is a team, each member of which is an irreplaceable professional with his own area of ​​responsibility. The activities of companies that base their management on a team management style are defined as the most successful, capable of influencing competitors, pushing them out of the market.
• Interactive. This is a style that signifies the manager’s interactive involvement in the work process and emotional contact with employees. The ability to get closer to everyone, talking not only about public and organizational topics, but also about personal ones, is the key to increasing the level of trust.

I. Family style of personnel management

Almost any aspiring entrepreneur, when starting a business, begins to communicate with staff using the only communication scenario he knows with others - friendship/family. This is due to the fact that we are practically not taught to manage others either in the family, or at school, or in institutions. Therefore, we use what we understand and know how to do.

Having recruited friends, acquaintances and relatives, they start a business.

In the beginning, everything looks great: everyone has the same experience, we are one team, united against common enemies, united by one idea to save the world/make it better/make a million. Everyone is each other's friend. The atmosphere in the company is homely. The corporate culture is family. Comfortable and cozy. The boss is “the friend who issues the salary.” The company's priorities are family members. The owner is on first name terms with everyone. Decisions are communicated to subordinates in the form of requests.

As the company grows, the challenges facing it and the complexity of projects increase. And then the owner suddenly discovers that these are only his problems. Everyone else enjoys spending time at work and receiving a regular salary. When the owner begins to build staff and demand from them an increase in efficiency, he turns into a crazy friend. This is what his indignant fellow colleagues speak out about.

Another interesting thing is the attitude towards the company’s economic performance on the part of employees. If we have a profit, we divide it among everyone, we are a team/family. If we have losses, that’s your problem, you’re the owner of the company and the big boss. Look for loans or other financing. As a rule, it all ends with the dismissal of family members and the recruitment of new personnel.

When it is impossible to fire family members without serious consequences (wife, brother, sister, etc.), move them to positions unrelated to the growth of profit and efficiency of the company. Place your person in whom you completely trust where it matters: control of financial flows, personnel control, cost control, representative negotiations and meetings.

The main advantage of this style of personnel management is the excellent atmosphere and support. The downside is the average qualifications and low speed of employees (there are no incentives to develop and increase speed).

I recommend using it when the company has been on the market for a long time, the client base has been formed, the position is strong and the members of the “family” do not have big ambitions. They want peace and comfort. Home comfort and delicious pies.

The illustration about friends was taken from an article by Sergei Kotyrev (UMI): How I tried to be friends with my subordinates

Situational leadership in managing people

Let's look at the secrets of the most accessible employee management model, which will help the manager maintain a leadership position, and not be limited to just the status of an administrator.

There are four management styles that depend on the professional maturity of the employee: delegating, supporting, mentoring and directive.

At the very center of situational leadership are employees and their development . In practice, a manager must first analyze the behavior of a subordinate and then choose an adequate leadership style.

Each boss conditionally assigns employees certain steps in the growth hierarchy. The level of a subordinate is the ratio of motivation (his desire) and professionalism (his ability). There are four levels, according to which the movement of employees is carried out from top to bottom:

Let's take a look at each of them:

"He wants to, but he can't"

In this case we are talking about trainee students who are interested in everything that surrounds them. The employee has recently joined the organization and sincerely wants to achieve the most difficult goals. However, for such achievements he lacks practice and knowledge. At this stage of development are students who have just graduated from university. Ambition plays a leading role in their work.

Management style: directive

Construction of a work process: give orders - give clear and precise instructions, and then control the process of their implementation. In this case, discipline is one of the most important things. That is why experienced managers begin to act quite strictly from the very first moment.

The problem is that instructions simply cannot give students the knowledge needed to solve real-world problems. He needs to be led by the hand to the next level.

Example: “By 16:00 you must develop the project structure, at 17:00 we will discuss all the changes, at 17:30 we will study the final version, and at 17:40 you will send the finished version to the client.”

“Doesn’t want to and can’t”

In a growth system, this intermediate zone is the most risky. This is where the new employee is located. He is not yet able to solve problems systematically and does not understand whether he will succeed or not. That is why such an employee lacks self-confidence. The student wants to work and develop, but he needs support like air.

Management style: mentoring

Building a workflow: actively train. Fear is at the root of decreased motivation. Beginners are not able to work independently; they need help. Smart managers find ways to motivate, transfer knowledge and monitor the achievement of results. However, when it comes to control, it is important to avoid excesses—beginners should cultivate the ability to think for themselves. This takes up the manager’s time, but it helps greatly in employee development.

Example: “Think for yourself what offers we can make for them. By lunchtime, sketch out the structure of your commercial proposal. So that you don’t get buried, I suggest we discuss work at 14:00.”

“He doesn’t want to, but he can”

There are experienced and independent employees here. They learn on an ongoing basis and are already able to achieve certain results systematically. Unfortunately, they often have problems with desire. Motivation needs to be boosted.

Management style: supportive

Building a work process: motivation. You don’t have to watch your employee’s every move. At the same time, it is important to know the main control points. It is best to concentrate on the employee’s internal mood - at the moment this is his only weak point.

Example: “We need to send them a proposal by the end of the week. You did an amazing job last time. Now act in the same spirit.”

"Wants and can"

In this case, we are talking about a trained and motivated employee who is able to achieve results without the participation of a manager.

Management style: delegating

Building a workflow: trust. The employee must go on a free voyage. Now maximum responsibility for the result is placed on his shoulders. The manager has virtually no control over the employee and completely relies on his knowledge and skills. The subordinate must realize his expertise. That is why excessive attention from a manager can hurt an employee’s self-esteem.

Example: “We have to make them an offer. At the end of the week, tell me what you came up with.”

Mistakes in the process of working with subordinates

It is important to understand that an incorrectly selected management style not only prevents an employee from progressing, but often even causes him to degrade.

For example, let’s look at a situation: an employee is able to achieve certain goals, but his motivation leaves much to be desired. The manager does not use a supportive management method, but a directive one: he intervenes in every detail and gives clear instructions. Excessive control completely kills the employee’s motivation - he begins to understand that he is not trusted to work independently. What's the result? The employee stops developing. The leader in this situation also becomes a loser, since all responsibility is concentrated in his hands.

The following example: an employee who joined the company as an intern. The manager prefers a delegating management style - he loads the new employee with a large number of different tasks, while he himself goes about his own business. It goes without saying that a beginner has some skills, but they are not enough to achieve the desired results. The trainee does not yet have self-confidence, he does not feel that he can be useful to the company, and he is also afraid of being reprimanded. If the manager does not decide to change the management style, then such an employee will forever stop growing.

How not to cause harm?

The situational leadership model helps you competently build communication with a group of employees, even if you are not yet an experienced leader.

Analyze the progress of each employee several times a month. This will give you the opportunity to change management styles in time.

It is important to use a style that will not harm the employee. An employee must develop on an ongoing basis. You should also remember about saving time and the interests of the company - loss of profit must be excluded. The sequence should be exactly this: first the employee, and then time and money.

Pros and cons of the autocratic style

Thus, the authoritarian leadership style has many disadvantages, and therefore is effective only with experienced, skillful leadership. Applicable in certain production and crisis situations related to debts, cessation of supplies, and possible bankruptcy. But provided that subordinates agree to such methods and forgive the “king” for the dictator’s habits for the results achieved.

Advantages and disadvantages

From previous articles, you already know that you cannot view the situation one-sidedly, because each, even at first glance very negative, has its own pros and cons, which develop and show new opportunities.

Minuses

• An autocrat often feels guilty because the level of responsibility sometimes goes off scale because there is no one to share it with.
• Psychosomatic diseases that arise as a result of excessive stress, the body simply works for wear and tear, without being able to recover.
• Impotence. The directive style is chosen by people who crave power and control, but in life it is impossible to control everything, and this makes the feeling of powerlessness become unbearable, with which they cannot reconcile and admit.
• Subordinates cannot withstand such heat, so the company loses very valuable employees who could bring a lot of benefit to development.
• Accordingly, the company suffers economic losses.
• The team is very dependent on the management, they must coordinate every step, so in the event of illness or vacation, the work process is disorganized, because no one dares to take the initiative and act independently, so the organization will be on the verge of collapse. Therefore, a leader who has chosen the directive method simply must always be healthy, full of strength and connect all his desires and aspirations only with work.
• The psychological climate in the team is very unfavorable.
• The autocrat does not always understand how to act further, because he “looks” at the situation from one angle, not always having reliable information, and all because his subordinates are silent, knowing that their opinion is not important, and out of a desire to take revenge for such superficial treatment. themselves do not share observations and comments with him.

pros

• The company has no problems with discipline or difficulties with conflicts.
• Since there is only one goal - a good result, everyone works harmoniously towards it, without being distracted by other needs and nuances.
• An authoritarian person has no need to compete, since he occupies the highest position in the hierarchy. And this gives an internal feeling of freedom, high self-esteem and self-respect.
• This style is very effective when a crisis occurs in the company and such a “cold” approach is required.
• There are no negative consequences when the distance between subordinates is broken and superiors lose authority or find themselves in some compromising conditions.
• Clarity, when everyone has a predetermined role, makes relationships very clear.

IV. Democratic style of personnel management

We earned a lot of money and got tired of work, got straight into a tough topic, or we work with nerds (from the English nerd - bore, “nerd” - a stereotype of a person who is overly deeply immersed in mental activity/research instead of a reasonable division of time for work and other aspects of social life). and private life) - we choose a democratic style.

All decisions are made collectively, responsibility is evenly distributed among team members. The company's priorities are the result and the way to achieve it. That is, it is important not just to achieve the goal, but to do it in an optimal, beautiful, environmentally friendly or some other way. The company's system is completely open. Constant meetings greatly reduce the speed of development of the company, but in a situation with nerds or other creatives who usually come up with unique things, this is not a critical factor in the market

The company's system is completely open. Constant meetings greatly reduce the speed of development of the company, but in a situation with nerds or other creatives who usually come up with unique things, this is not a critical factor in the market.

The company is united by a single vision of the company's development. The staff is highly qualified and proactive. Since the speed of a caravan is the speed of the slowest camel, employees are constantly being brought up to the level of the best. Decisions are communicated to subordinates in the form of advice, recommendations, and hints.

The main advantage of this management style is the ideal environment for true professionals. The main disadvantage is that everything is very slow.

I recommend this style of company management when the main added value is created by creators or researchers.

Main features of authoritarianism

• As mentioned above, dogmatism. That is, faithful adherence to ideas that are considered indestructible and true. And this indicates the inflexibility of the manager. He is not able to change his mind, even in situations where it is absolutely necessary to do so, otherwise completely unfavorable consequences will follow.
• Ban. For individuality, freedom of action, initiative, etc. Diligence is almost the only trait that is encouraged.
• Lack of trusting relationships.
• Rigidity in handling and exactingness. It is for this reason that diligence is valued. The employee is obliged to strictly follow the instructions and in no case act on his own initiative.
• Punishment. The staff is not responsible for the results of their activities, as they are deprived of the ability to make decisions. Why is he subject to punishment if boundaries are not respected? For example, for being late, absenteeism, or failure to complete assignments on time.
• The microclimate in the team leaves much to be desired. Relations are purely collegial, official, superficial. People have no chance to get closer to each other, if only for the reason that even this process is controlled by the authorities.
• A large distance between the manager and his subordinates. Even thoughts about closer communication are not allowed. The boss is too inaccessible a figure to allow himself freedom in conversation.
• Lack of emotional support or empathy. Since employees are perceived only in a professional sense, there can be no talk about any of their personal characteristics. What happens inside, what experiences and difficulties arise, no one cares. A person must do his job efficiently, despite his emotional state. You can only be upset and worried at home or outside of work hours.
• Subjectivity. Only one person has the right to an opinion, and accordingly, it is quite difficult to objectively think and evaluate the actions of staff.
• There is little opportunity to show initiative, which may be “punished.”
• Vertical presentation of information. That is, only from a higher-ranking person to a lower-ranking person.

Situational Leadership

Directive style.

The boss is a “tyrant”. Gives orders and demands precise completion of tasks within established time frames. He cares little about your problems and affairs. Getting things done comes first. Relationships in the team are not so important.

Mentoring style.

The boss is the “teacher”. He is also task-oriented, requires precise execution, but is always ready to help, suggest, and explain. To solve a problem, he may ask the opinions of employees, but he makes the main decisions himself.

Supportive style.

The boss is a “friend.” For him, the team comes first. He supports his subordinates, guides them, and participates in discussions. The main decisions are made by the employees themselves.

Delegating style.

Complete trust in employees. The boss delegates authority and participates little in the work process. Employees make their own decisions and carry out tasks.

There are also 4 levels of employee development in relation to a specific task. It is important to note that the employee goes through these stages on every new task, i.e. it may be at one level in relation to one task and at another in relation to another.

So, there are 4 levels of employee development.

Not capable, but determined

“I want to, but I don’t know how.” Typical university graduate. There is basic knowledge and great desire and motivation. But experience is lacking. Such an employee would be suited to a boss with a directive management style. By following clear orders, an employee acquires knowledge in a short time and can work effectively.

Not capable and not determined

“I don’t want to and I can’t.” The problem of lack of motivation. The employee has basic knowledge, but lacks motivation. Perhaps something did not work out, expectations from the work were not met, or there is a lack of knowledge somewhere. When faced with difficulties, motivation disappears. A boss or mentor is suitable for such an employee. An employee needs control and setting clear goals, but somewhere he needs to encourage, suggest, explain, then the employee will have motivation and desire.

Capable but not determined

“I can, but I don’t want to.” The employee has sufficient professional knowledge. I have experience. Motivation disappears. If you fail at work, enthusiasm disappears, and burnout at work is possible. Self-confidence comes and goes. What is needed here is a boss with a supportive management style. It is important for an employee to receive support, praise, and to know that his opinion is listened to. And the ability to make decisions independently raises the employee’s self-esteem and motivates him to solve new problems.

Capable and determined

“I can and I want to.” Experience and knowledge at the highest level. The employee solves the task with ease. Motivated, confident. Can share his knowledge and experience. Such an employee does not need a boss. A delegating management style is suitable here. The employee can make decisions and perform tasks himself; he does not need control.

Any employee, coming to work, goes through all stages of development. A young, inexperienced employee, a university graduate, needs clear instructions and control. Over time, he begins to cope better with his responsibilities, but frequent failures and lack of experience lead to self-doubt and decreased motivation. The boss provides more freedom, prompts and supports. The employee grows, becomes more experienced, and gains new knowledge. Here you may encounter burnout, fatigue, and again a decrease in motivation. He needs to see his significance and value, gain more freedom, the opportunity to make decisions, and self-realization. In this case, his motivation grows. The employee is motivated and has the necessary knowledge, and easily copes with the task. Now he can be given another task, where he again goes through 4 stages of development.

By following this scheme, choosing one or another leadership style in relation to each employee, you can increase the efficiency of the team.

This scheme has gained recognition and is widely used among managers.

Elena Lyubovinkina - consultant, psychologist